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Purpose: Work-related emotional exposure is a fundamental job characteristic in all kinds of service jobs from sales to law enforcement and corrections and from human services (nursing, counseling) to legal services. But formalized job descriptions are surprisingly silent about the emotional issues accompanying the jobs and roles service workers perform. This is surprising because formalized job descriptions are the foundation of job design, HR, and leadership practices that positively affect employee, customer, and organizational outcomes. Study Design/Methodology/Approach: This is a theory paper and review. To help clarify the emotional labor issues service employees confront, we explicate a model of emotional labor based on the attributes of jobs, roles, and professionalism. Findings: We define emotional labor as service work that exposes those who do such work to interactions with others that can arouse negative emotions. We propose that, while employing organizations define their jobs and employees craft their larger roles, professional norms and values also are a foundation for their emotional labor. Research Implications: We integrate this work-focused emotional labor model into the larger context in which such work occurs via theory and research on organizational climate. We suggest future research on this approach to understanding the antecedents and consequences of emotional labor work. We summarize the major research ideas of what should be the focus of such research and provide a hint about what an emotional labor climate scale might look like based on these ideas. Practical Implications: This chapter offers practical advice to HR managers about how to improve emotional labor. Social Implications: Better management of emotional labor can reduce employee stress and increase employee well-being. Originality/Value: This chapter develops an original model of emotional labor.

As South Africa (SA) increasingly becomes overwhelmed by natural disasters, understanding disaster risk reduction (DRR) policies, institutions, processes and practices and their effects on disaster risk management (DRM) are incumbent The study reviews and empirically analyses policies, institutional frameworks and processes for disaster management in SA. Content analysis is applied to review topical secondary data, while a structured questionnaire informed by the Sendai Framework for Disaster Risk Reduction is used to collect quantitative data from a random sample of 228 disaster policy actors from five disaster-stricken metropolitan cities in five provinces in SA, namely North-West, Free State, KwaZulu-Natal, Limpopo and Mpumalanga. Empirical data were analysed using the Statistical Package for the Social Sciences (SPSS) software. Research findings reveal that SA is endowed with rich institutional policy and legal frameworks for DRM, based on the concepts of decentralisation and stakeholder participation. A positive and strong correlation between institutional framework, disaster risk identification and prioritisation, knowledge creation and management (KCM) as well as the disaster governance and DRM in SA (p = 0.000). Although the coefficient of KCM is not statistically significant, DRM behaviour was influenced at 87.2% by all four variables. Based on the recent disaster experiences and the above results, we advocate for DRR to be continuously prioritised at national and decentralised levels, to enhance effective preparedness, mitigation, disaster response and resilience building practices in SA.

Recent premium increases imposed by managed care plans raise a serious question about the long-run viability of managed care as a solution for controlling health care costs. The last decade's growth of total expenditures on health care has only been modestly influenced by managed care reimbursement policies. It is clear that other variables, besides reimbursement policies, must be considered in the effort to achieve a fiscally sound health care system. This chapter explores the role of investments in management staffing as a predictor of sound financial performance in medical groups. Investments in management staffing by multispecialty groups surfaced as a consistent predictor of higher gross charges, net revenue and operating margins, and lower operating costs. Investments in management staffing surfaced as a predictor of lower operating costs and higher operating margin for specialty groups. The implications of these findings for practice, theory and research are discussed.

Introduction: Healthcare facilities have witnessed deterioration, limited employee engagement, and communication gaps due to a lack of wireless technology. The Internet makes work and life quicker and more intelligent. The Internet of Things (IoT) is a scheme of interconnection equipped with unique identifiers in recent years. Artificial intelligence (AI) and IoT advancement allow employees to develop competent and predictive services and solutions in human resource (HR) practices. This chapter has been formulated to summarise and classify the existing research and better understand the past, present, and future of employee engagement by improving IoT interrelated devices in the healthcare industry.

Purpose: This study aims to categorise and overcome the challenges involved in HR practices. Effectively embracing IoT application-connected devices in the healthcare industry can enhance human resources management’s (HRM) role and measure performance assessment to improve employee engagement and productivity.

Methodology: In this study, the authors develop propositions dependent on a theory-based review. A systematic analysis was applied to minimise the challenges of HRM. The subject-related articles from different journal sources, like Scopus, Emerald, Web of Science, Springer, etc., were analysed based on engagement criteria. It was graphically recorded in a collective and informative way to emphasise the review outcomes. The study has presented the positive impacts of AI and IoT on engagement in health care.

Summary: This chapter accumulated theory-based knowledge about healthcare employee engagement and how IoT-based technology like AI can optimise employees’ engagement effectively. Further, it draws comparative benefits for a workforce to execute performance advancements and create future progressive aspects for healthcare employees.

This paper examines the relationship between human resource practices in 173 hospitals in the United Kingdom and four organizational outcome categories – clinical, financial, employee attitudes and perceptions, and patient attitudes and perceptions. The overarching proposition set forth and examined in this paper is that human resource management (HRM) practices and delivery of care practices have varied effects on each of these outcomes. More specifically, the authors set forth the proposition that specific practices will have positive effects on one outcome category while simultaneously having a negative effect on other performance outcomes, broadly defined.

The paper introduces a broader stakeholder framework for assessing the HR–performance relationship in the healthcare setting. This multi-dimensional framework incorporates the effects of human resource practices on customers (patients), management, and frontline staff and can also be applied to other sectors such as manufacturing. This approach acknowledges the potential for incompatibilities between stakeholder performance objectives. In the healthcare industry specifically, our framework broadens the notion of performance.

Overall, our results provide support for the proposition that different stakeholders will be affected differently by the use of managerial practices. We believe that the findings reported in this paper highlight the importance of examining multiple stakeholder outcomes associated with managerial practices and the need to identify the inherent trade-offs associated with their adoption.